Capabilities for Managers

1. Demonstration of interpersonal skills

1.1 Communication skills

Communication is a diverse field and includes both verbal and non-verbal skills. Research shows that communication involves more than the spoken word. Other than verbal skills, the body has its means of relaying the message. They include sitting position, the talking manner, and eye contact levels, among others.  The non-verbal communication skills affect how the verbal information presented is received or understood. Hence, both verbal and non-verbal work together in ensuring effective communication. The following interpersonal skills applied are used in the teamwork, and they are verbal and non-verbal, feedback, questioning, and message transparency.

1.1.1 Verbal and non-verbal skills

According to research, only a minimal percentage of the general message presented is communicated using words. According to Mehrabian (2007), words convey only 7% of the message.  The tone constitutes 38%, while body language contributes 55%. In the discussion between the team members, many verbal and non-verbal skills applied. Such include consideration of the tone used; a serious tone applied because the prevailing matter is serious. Also, the group communicated at an average speed so that it is neither too fast not to be understood nor too slow to be boring. In making the presentation, the average volume applied so that it is not too loud to cause discomfort or too low not to be heard.  Also, it was important to articulate the words spoken. Falling and rising intonation were needed, as well as stress placed on important points.  The facial expressions in presenting information are also important factors and influence how the audience perceives it.  Eye contact is another important aspect as it will determine levels of concentration of the other team member (Adleer, Rodman & Du Pré, 2016). Use of gestures helps in emphasizing the point presented to the other party. People increase their concentration levels when they use gestures, and it reduces boredom, and this is what the group applied.  Another important crucial verbal skill involved in this case is body language. Each member ensured that their body languages like facial expressions were in line with the information delivered.

1.2 Conflict resolution skills

Five conflict resolution skills were applied. They are avoiding, competing, accommodating, collaborating, and compromising (Salami, 2010)

1.2.1 Avoiding

It involves ignoring or withdrawing from a conflict (Gbadamosi, Ghanbari Baghestan & Al-Mabrouk, 2014). Avoiding applies where the discomfort of confronting exceeds the reward. This skill applied where there was no need to confront a situation.

1.2.2 Competing

This is an aggressive form where each member plans to show that their argument is right. In the discussion, the team tried to avoid this skill and instead assess the other person’s argument through active listening. Sportsman & Hamilton (2007) argue that this strategy has no advocation in a team set up, but rather for sports or war.

1.2.3 Accommodating

This involves one party surrendering to the demands or wishes of the other. Accommodating skill was applied in the discussion after active listening took place. Active listening enabled parties to realize areas where the other person’s argument was more advantageous than one’s own (Gbadamosi, Ghanbari Baghestan & Al-Mabrouk, 2014)

1.2.4 Collaboration

Collaboration involves parties being assertive and cooperative.  There are areas where decisions were arrived at through co-creating a shared solution. The most appropriate way was through understanding others’ points of view (Folger, Poole & Stutman, 1984).

1.2.5 Compromise

This is a partially assertive and partially compromising conflict resolution skill. This case involves much of this skill because there are different groups involved who have different perspectives regarding the matter.

1.3 Negotiation skills

There exist several negotiation skills. In this case, some of them were used, and they include active listening, problem-solving, awareness of anchoring bias, and negotiation of the process.

1.3.1 Active listening

Many people concentrate more on what they are going to say, rather than what whoever is speaking is saying. However, what people do not realize is listening to others can add value to what we are to say or to ourselves. Understanding others helps us understand ourselves. In the discussion, we ensured that each person was ready to listen to others. Also, of importance was keeping an open mind.  There is a need for concentration in understanding the direction of the speaker’s message. Even in trying to get the direction of the speaker, it is important not to stereotype them.

1.3.2 Problem solving

The fundamental objective of the meeting was to solve the problem. The problem was to weigh between the exploitation of copper reserves in a remote area against getting corporation of the Iwi

and getting approval by the designed national park. Hence, a solution is needed.

1.3.3 Awareness of anchoring bias

In the negotiation, keeping in mind the fact that even when the first negotiation may be arbitrary, it has a powerful effect important. Hence, avoiding being an anchoring bias victim was important. Also, when the other party anchors first, keeping in mind that aspirations and BATNA are crucial.

1.3.4 Negotiating the process

Assuming that all parties are on the same page in a discussion is not appropriate. Careful negotiation should be conducted to make the other party understand the prevailing situation. Also, other factors, such as the time of the meeting, are not assumed in the case. Asking the other group times when they are available and if they suggested time is appropriate for them was conducted.

2. Critical of Corporate Social Responsibility (CSR) issues in complex organizations

Complex organisations face several issues that require critical analysis to obtain solutions. Koper Resource Company (KRC) is faced with making a difficult solution on whether to explore copper in a Northern Island remote area or not.

2.1 CSR issues that may arise

KRC has some CSR issues that can arise in the course of exploiting copper.  These issues can be economic, social, or environmental.  People view mining as an activity that has a high effect on the environment. Also, it mitigates the safety of occupational employees. The government has a great impact on ensuring the safety of its people and the environment. Also, for KRC to undertake the mining activity, it is important to disclose information on the activity. The following are the issues that may arise between KRC and the locals and the designated national park officials:

2.1.1 Environmental issues

Given that KRC is a mining company, the possibilities of environmental issues are expected.  Areas where mining takes place, are associated with air pollution as a result of the mining activities. Hence, it is likely that the company will face opposition from the locals and park stakeholders. Undertaking the copper extraction will either mean that people will have to move or be subjected to air-borne diseases.

2.1.2 Disclosure issues

The mining sector is one of the leading industries affected by disclosure issues.  KRC must justify its existence by disclosing its economic, social, and environmental data. In recent years, there has been a rising need for companies to disclose such information and this falls, especially on the mining industry (Azapagic, 2004). Therefore, KRC has to display strong evidence to convince the locals and wildlife authorities that its existence considering Maori principles.

2.1.3 Role of the government

The New Zealand government has policies put in place concerning mining. Also, there are commitments to sustainability rules put in place in the form of corporate policies. These policies must be attained to receive authority in mining (Owen & Kemp, 2013). The company will hence be faced with the responsibility of ensuring all the government set policies are attained.

2.2 Appropriate methods in resolving the social responsibility issues

There are many methods used to solve social responsibility issues. These methods range from defining the social responsibility for the company to undertaking extensive research on corporate responsibility, to tracking all measurable costs among others. Two methods are used in the case of TRC, and they are community education involvement and workforce diversity

2.2.1 Community education involvement

Creating awareness to the community is important. It is so because the locals will understand the importance of conducting the copper extraction process if it is worth it. Also, the community will be educated on how they will gain from the mining process. Additionally, the solutions to the challenges they may face like displacement are discussed.  Involving them will also make them feel like they are part of the mining project.  KRC will, therefore, put strategies in place to educate the community on the whole process. Doing so will bring understanding and assure them that their values and principles are not to trespass.

2.2.2 Workforce diversity

Several issues are handled under diversity. Diversity entails people originating from different regions, who have different racial identities, different economic backgrounds, among others (Konrad, Prasad & Pringle, 2005). Formation of ad-hoc teams is important so that each member becomes socially responsible for the available resources. The teams will discuss and come up with a solution on how to handle the current challenge.  Such a setting will moreover build a positive and pro-active connection in the workforce.

2.3 Challenges of iwi/Maori to meet stakeholder expectations

Some challenges will arise in iwi/Maori’s attempt to meet stakeholder expectations as discussed below:

2.3.1 Differences in cultural beliefs and values

The stakeholders of KRC have different backgrounds which differ from those of iwi/ Maori. There is a possibility, therefore of conflicting beliefs and practices between the stakeholders and iwi/Maori. The difference, therefore, means that undertaking copper mining can have different impacts on meeting both sides.

2.3.2 Presence of a range of stakeholders whose interests must be met

The organization has the responsibility to meet many demands for different interest groups. First is the interest of the local iwi people. The community has its own beliefs concerning the environment, which must be solved if mining takes place.  The group has been living at the place for a long time and convincing them to shift and settle in a different environment is challenging. Another group is that of the national park designation. The Forest and Bird are protesting against the extraction process involving KRC. This means that the company has to find an alternative for the reserve. Additionally, convincing the Forest and Bird to accept the alternative solution will be a challenge because shifting will meet disorganising some of their plans.  KRC internal stakeholders such as the investors must also be convinced that this project does not go against human rights. Given that the area where copper reserves have been remotely located, having to convince owners of extraction machines will be difficult. Also, those who will accept to provide the machinery will do so at high prices. As the Project Executive Director, deep assessment has to be done if the proceeds from the reserves will outweigh the cost of extraction. The assessment has to be done, bearing in mind that compensation has to be made on the displaced people inclusive of the iwi and the national park. Also, there s government tax which must be paid.

2.3.3. Convincing the New Zealand government

The government of New Zealand is always committed to protecting the rights of its people. Hence this means that the government will not easily agree to the copper reserves extraction process unless it is convinced that the iwi people are protected. KRC will, therefore, have to invest many resources in ensuring the safety and well-being of the iwi. Another challenge from the government is the assurance of the protection of flora and fauna. The government will always protect its natural resources, and these constitute the birds, animals and plants. To be granted permission, therefore, KRC has to ensure that an appropriate alternative for the national park is provided.

3. Approaches to management of team performance

3.1 Framing team participation guidelines

In many instances, a team will constitute people from diverse origins. Such people will have different motives, goals, and objectives. To ensure the objective KRC is adhered to, it is important to have guidelines to guide the team. These guidelines will also prevent assumptions on what should be done or what the motive of the company is. It will also ensure all team participants understand the intention of the project and allow for questions in case there is any.

3.2 Promotion of high standards of culture

According to Trammell (2014), the standards of the team will, in one way or another affect how the local people will receive the information.  Given that the project is not a private matter to the company is appropriate for open meeting policies to be in place. This way, the team members will learn much from each other. Also, there will be an understanding of different cultures. The meetings will also provide an opportunity for learning on iwi culture.

3.3 Allow for the redefinition of goals

There are instances where the team makes a mistake in making assumptions. In this case, some goals can be set without knowledge of the values and culture of the local people. Providing room for the redefinition of these goals will hence ensure corrections can be made where needed.

4. Key Maori values that can be practised in New Zealand organizations

Several Maori values can be practised in New Zealand organizations. In this case study, many values obtained that can apply in organizations. According to Kunts et al., (2014), there are five main Maori values which include Manaakitanga, Whakawhanaungatanga, Wairutanga, Auhatanga, and Kaitiakitanga. From the case study, four of the values can apply in New Zealand. IT means that all can apply except for the Waiuatanga, which deals with the spiritual perspective of handling matters.

4.1 Whanungatanga

According to Kuntz et al., (2014), this value elaborates that genealogy connects people employing kin, generations, and permanent non-kinship links. Therefore, it is appropriate to conserve the land as it is a link for the people through different generations. With this value in mind, organizations will learn the importance of taking care of the environment and its possessions.

4.2 Kaitiakitanga

This is an environmental protection value. It prescribes the need for preserving, sheltering, and protecting the environment. Given that extraction of copper, reserves have a major impact on the environment; the value will apply in not only KRC but in many other companies, especially those in the mining industry.

4.3 Manaakitanga

This value recognizes the importance of reciprocating kindness, respect, humility, responsible hospitality, and having concern for other people. Also, concern for the environment is considered in this value. Therefore, the organization can apply this by considering the impact they will have not only to people but also to the environment (Harris et al., 2016). If the people allow exploitation of the copper reserve to take place, KRC will have to reciprocate for their kindness and humility among the other values mentioned.

4.4 Auhatanga

This value calls for resolving problems, learning, entrepreneurship, facing problems, creative thinking, and adapting. It can be applied in many organization because people will learn how to live with others as well as surviving based on available resources (Harris et al., 2016).